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July-August 2011
Winning and winners have a powerful fascination for us. Everyone seems to go crazy when their favorite team wins a championship (think Boston Bruins in the recent Stanley Cup). Individuals bring out the adulation in us, too, whether they are in sports, politics, the community, or religious leaders. And don't forget business. Jack Welch, Bill Gates, and yes, Donald Trump are among the business "winners" who have captivated us. By developing winning ways, supply chain people can put themselves in great position for a long and fulfilling career. We hope that the articles in our July/August issue will accelerate your progress along that… Browse this issue archive.Need Help? Contact customer service 847-559-7581 More options
Timing is everything, it is often said. Thanks to a recent transformation within Dow Purchasing, we had developed comprehensive work processes, a robust governance protocol and a disciplined organization that enabled us to effectively deliver results in a timely manner during one of the largest and most complex acquisitions in the history of The Dow Chemical Company—the acquisition of Rohm and Haas. The need for value delivery was immediate and urgent during this pivotal time for the company, and Dow Purchasing was on deck, with a commitment to deliver 30 percent of Dow’s total synergy target. Synergies are the improvement in cost position of a combined organization vs. the two stand-alone organizations.
We were able to meet that commitment and more, and we’ll describe what made it possible. First, we must start with a key enabler of our value delivery—our three-year transformation to a highly effective procurement organization. This transformation not only enhanced the value we were able to deliver to Dow businesses, but facilitated our ability to successfully navigate the sea of change on the corporate horizon.
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Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.
July-August 2011
Winning and winners have a powerful fascination for us. Everyone seems to go crazy when their favorite team wins a championship (think Boston Bruins in the recent Stanley Cup). Individuals bring out the adulation in… Browse this issue archive. Download a PDF file of the July-August 2011 issue.Download Article PDF |
Timing is everything, it is often said. Thanks to a recent transformation within Dow Purchasing, we had developed comprehensive work processes, a robust governance protocol and a disciplined organization that enabled us to effectively deliver results in a timely manner during one of the largest and most complex acquisitions in the history of The Dow Chemical Company—the acquisition of Rohm and Haas. The need for value delivery was immediate and urgent during this pivotal time for the company, and Dow Purchasing was on deck, with a commitment to deliver 30 percent of Dow’s total synergy target. Synergies are the improvement in cost position of a combined organization vs. the two stand-alone organizations.
We were able to meet that commitment and more, and we’ll describe what made it possible. First, we must start with a key enabler of our value delivery—our three-year transformation to a highly effective procurement organization. This transformation not only enhanced the value we were able to deliver to Dow businesses, but facilitated our ability to successfully navigate the sea of change on the corporate horizon.
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